CHAPTER 9
Capitalizing on Your Capabilities
If you ask them which companies they admire, people quickly point to organizations like Amazon, Apple, Disney, Microsoft, or Nordstrom. Ask how many layers of management these companies have, though, or how they set strategy, and you’ll discover that few know or care. What people respect about the companies is not how they are structured or their specific approaches to management, but their capabilities—an ability to innovate, for example, or to respond with agility to changing market conditions and customer needs. Such organizational capabilities, as we call them, are key intangible assets. You can’t see or touch them, yet they can make all the difference in the world ...
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